Art Gallery of New South Wales – Role information package – Marketing Manager 1

Art Gallery of New South Wales

Marketing Manager Information for candidates

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Thank you for your interest in applying for the role of Marketing Manager with the Art Gallery of New South Wales. The Art Gallery of New South Wales is a State institution and part of the Department of Trade & Investment, Regional Infrastructure & Services. With significant Australian and international collections, the Gallery attracts around 1.3 million visitors annually and is an active institution with extensive public programs, corporate and internal functions. The Gallery offers a stimulating and enjoyable environment to work. Within five-minutes walking distance to Martin Place and St James train stations and buses, the Gallery has a number of beneficial employment conditions, including: • salary packaging for superannuation, leasing vehicles and transport tickets • favourable NSW Public Sector leave conditions including flexible work hours • Employee Assistance Program to provide confidential counselling services to staff members and their

families This employment information package includes: a copy of the advertisement and the role description. If you require further details about this role, please contact Leanne Bushby, Head of Recruitment, EP Australia on + 61 2 9383 4520 or email lb@epaustralia.com.au We look forward to receiving your application. Regards Jenny Albert Human Resources Manager

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Message from the Director

The Art Gallery of New South Wales is one of Australia’s most popular art museums and a vital part of the nation’s cultural life. Through our collections, exhibitions, programs and research we aim to extend and enrich our visitors’ emotional and intellectual engagement with art.

My vision for the Gallery is encapsulated in two words ‘Sydney Modern’. This vision aims to double the size of the Gallery and make it relevant well into the 21st century.

My goal for ‘Sydney Modern’ is that by the time of the Gallery’s 150th anniversary in 2021, the Gallery will be recognised both nationally and internationally for the quality of our collection, facilities, staff, scholarship and the innovative ways in which we engage with our audience.

Michael Brand Director, Art Gallery of New South Wales

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Art Gallery of New South Wales

Who we are

o A world-recognised leader in the presentation of ambitious Australian and international exhibitions.

o Located in the Sydney city centre adjacent to the Royal Botanic Gardens, the Gallery’s extensive art collection is housed in a building with stunning harbour views, and a unique combination of grand courts built in the 19th century and contemporary spaces refurbished in the 21st century.

o We offer free entry, extended opening hours, regularly changing exhibitions (some ticketed) and a diverse range of entertaining and stimulating programs.

o We enrich people’s lives by promoting knowledge, understanding and enjoyment of art. o We offer a broad range of opportunities for diverse communities to access, enjoy and learn about

art. o Each year we present hundreds of events including performances, courses, lectures, concerts,

films, family and school programs, as well as daily tours of exhibitions and collections. Audiences

o Around 1.3 million visitors every year o More than 100 000 young people take part in our youth and education programs every year o International visitors including foreign language tours in Cantonese, Mandarin, Korean and

Japanese. o Around 2 million visitors to our website every year. o A large and loyal membership, with more than 30 000 members. o New and engaged audiences via social media with over 40 000 followers of the Gallery’s

Facebook page and over 20 000 followers on Twitter. These numbers are the highest for any visual arts institution in Australia.

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Our vision From our base in Sydney, the Art Gallery of New South Wales is dedicated to serving the widest possible audience as a centre of excellence for the collection, preservation, documentation, interpretation and display of Australian and international art, and a forum for scholarship, art education and the exchange of ideas. Goals Our goal is that by the time of our 150th anniversary in 2021 the Gallery will be recognised both nationally and internationally for the quality of our collection, our facilities, our staff, our scholarship and the innovative ways in which we engage with our various audiences. It is essential the Gallery continues to build on our reputation as Australia’s leading art museum in the fields of contemporary art and international contemporary art from the past 50 years, while maintaining our significant commitment to historical Australian, Asian and European art. As Australia’s premier art museum we must reflect the continuing evolution of the visual arts in the 21st century alongside the development of new channels of global communication that increasingly transcend national boundaries. Overview The Art Gallery of New South Wales is a statutory body established under the Art Gallery of New South Wales Act 1980 and is a division of the Department of Trade, Investment, Regional Infrastructure & Services. The Gallery’s collection of Australian and international art is our greatest asset and a significant cultural asset of Australia. The Gallery has one of the most comprehensive collections of Australian art including 19th-, 20th- and 21st-century paintings, drawings, photography and sculpture. Within Australian art, the Gallery holds important collections of Aboriginal and Torres Strait Islander art including bark paintings, the monumental Pukamani grave posts commissioned in the late 1950s, major central desert paintings and contemporary urban work. Internationally, the Gallery has an outstanding collection of European painting and sculpture from the 15th to 19th century as well as significant 19th-century British Victorian art acquired to coincide with the opening of the Gallery and expansive collections of Asian art including Chinese, Japanese, South and South-East Asian art.

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The Gallery complements the collection by generating major exhibitions through loans from major national and international institutions and private collections. More than 30 temporary exhibitions are delivered annually including flagship exhibitions such as the Archibald, Wynne and Sulman Prizes. The Gallery designs and presents public programs that inspire the widest possible range of audiences and gives them access to information and ideas through activities, publications and online channels. The program of public events attracts over 190 000 visitors each year and more than 100 000 students visit the Gallery annually to participate in education programs. Volunteers are an essential part of the life of the Gallery and over 140 guides undertake a range of activities including tours of the collection and exhibitions. The program has been running at the Gallery since 1972 and attracts volunteers from a broad cross-section of the community.

Around 30 000 people are members of the Art Gallery Society, which aims to provide a sustained membership base for the Gallery and to fund the purchase of important acquisitions for the collection.

The Gallery is committed to the broadest possible reach through education and public programs, publishing, outreach, loans, internships, mentorships, sponsorship, benefactor and volunteer programs, membership and research.

The Gallery also operates as a significant Sydney social hub and entertainment facility, with cafes, events, and a shop. We publish high-quality catalogues and books. We are renowned as a scholarly centre of excellence, with facilities including an extensive archive and library.

The Gallery attracts approximately 1.3m visitors and the website, which includes content rich education resources, attracts over 2 million unique visitors annually. Other Gallery channels with a national and international reach include our monthly e-newsletter Artmail (190 000 subscribers), Facebook (43 000 followers), Twitter (23 000 followers), Google+ (25 000 followers) and Instagram (3300 followers).

Sydney Modern project In March 2013, the Gallery announced our strategic vision and masterplan known as Sydney Modern, which includes doubling the size of the Gallery at our current site in the Domain through expansion northwards towards the harbour over an existing land bridge and space currently occupied by disused storage tanks. The Gallery aims to achieve realisation of the Sydney Modern vision and masterplan by 2021 to coincide with the 150th anniversary of the founding of the Gallery.

A presentation on the Sydney Modern project is available on the Gallery Channel at: www.artgallery.nsw.gov.au/channel/clip/450/

Realisation of the Sydney Modern project will add another architectural icon to the heart of Sydney, create a vibrant day-night hub that is part of Sydney’s urban life and introduce local and international visitors to the full breadth of Australian visual arts. In other words, we aim to change the face of art in Australia.

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Organisational structure

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Role advertisement Role title Marketing Manager Clerk Grade 11-12 Temporary full-time for up to one year The Art Gallery of NSW is seeking to fill the role of Marketing Manager.

Role description Develop and implement marketing and communication strategies that meet visitation, audience development, artistic, commercial and brand objectives for the Art Gallery of NSW. Salary package Total salary package valued up to $144,336 per annum, including salary range $113,212 - $130,929 plus 9.5% employer’s contribution to superannuation and annual leave loading.

Selection criteria 1. Extensive experience in developing and implementing successful marketing strategies and campaigns,

including creative and conceptual development, preferably within a cultural institution. 2. Relevant tertiary qualifications or equivalent experience.

Further information Leanne Bushby, Head of Recruitment, EP Australia + 61 2 9383 4520 or email lb@epaustralia.com.au

Applications Applicants are asked to submit a current resume with a cover letter outlining skills and experience relevant to the role to info@epaustralia.com.au.

Closing date for applications 25 July 2014

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Role specific information Role title Marketing Manager

Organisation Art Gallery of New South Wales (hereafter referred to as AGNSW or the Gallery) Art Gallery Road, The Domain, Sydney NSW 2000

Division Public Engagement Department Marketing

Reports to Director of Public Engagement Direct reports Marketing Team Role context The Art Gallery of New South Wales (the Gallery) is a statutory body established under the Art Gallery of New South Wales Act 1980 and is an executive agency under the Department of Trade, Investment, Regional Infrastructure & Services (NSW Trade and Investment). It is located in The Domain adjacent to the Royal Botanical Gardens and the Central Business District, and attracts around 1.3 million visitors annually. The Gallery holds significant collections of both Australian and international art and presents a dynamic program of temporary exhibitions involving significant loans from Australian and international collections. The Gallery also manages the Brett Whiteley Studio in Surry Hills and has an off-site collection store and leases a storage facility at Padstow. The Gallery employs 300 people on an annual basis and has a current effective full time equivalent of around 200 staff. As the state’s leading institution for the visual arts, the Gallery plays a vital role in the cultural and intellectual life of both Sydney and Australia as a whole. The Gallery is embarking on a masterplan for a major redevelopment of the current Domain site. This plan involves a major expansion of the Gallery’s building by an additional 50% over a number of years, with an anticipated completion date of 2021 – the Gallery’s 150th anniversary. This major plan will be financed through a public private partnership. This position is a senior manager within of the Public Engagement Division, a newly created division that incorporates marketing, communications, public programs, membership, volunteers, web, content, digital and the visitor experience. Role purpose The purpose of this role is to develop and implement marketing and communication strategies that meet visitation, audience development, artistic, commercial and brand objectives for AGNSW. • Development and implementation of annual marketing and communications plans for the Gallery and

identification of key communication priorities that contribute to achieving the Gallery’s brand and audience objectives.

• Relationship management of a portfolio of partners and specialist collaborators, including the Art Gallery Society, to add expertise and resource to the Gallery.

• Development and implementation of cross-platform, integrated campaign strategies to promote the Gallery’s key priorities.

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• Development of a research framework for the Gallery to provide market intelligence, insights on audience development, evaluation and advice on industry trends and innovation.

• Team leadership of a cross-platform, multi-purpose team driving a culture of innovation and success.

Key challenges • Deliver effective outcomes on very limited resources and by adding to the resource base with

partnerships and collaborations. • Establish necessary planning discipline, communication systems and processes to facilitate success. • Ensure that marketing and communications are understood, valued and have the platform to be effective

functions within a cultural institution.

Key relationships Who Why Internal

Director of Public Engagement Seek guidance, strategic direction, gain support

Marketing team Coach, lead, develop, manage.

Share information and collaborate on projects and distribute work.

Public Engagement team

Senior curatorial staff

Business Development

Art Gallery Society membership team

Collaborate with colleagues within the division to achieve outcomes.

Collaborate on marketing and communications planning and implementation.

Assist in securing funds from sponsors and benefactors.

Develop “One Gallery” marketing strategy and campaigns.

External

Destination NSW, tourism bodies, arts organisations etc

Partners and Collaborators

Collaborate with the arts, entertainment, tourism and civic sectors and develop additional resourcing.

Add expertise to the internal team.

Role dimensions Decision making Allocate projects and budgets. Determine priorities for the Department and planning strategies to achieve agreed targets. Reporting line Reports to Director of Public Engagement Direct reports Marketing team Budget/Expenditure Manage a variety of budgets associated with projects totalling around $2 million.

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Essential requirements 1. Extensive experience in developing and implementing successful marketing strategy and campaigns,

including creative and conceptual development, preferably within a cultural institution. 2. Relevant tertiary qualifications or equivalent experience.

Capabilities for the role The NSW Public Sector Capability Framework applies to all NSW public sector employees. The Capability Framework is available at www.psc.nsw.gov.au/capabilityframework Capability summary Below is the full list of capabilities and the level required for this role. The capabilities in bold are the focus capabilities for this role. Refer to the next section for further information about the focus capabilities.

NSW Public Sector Capability Framework

Capability Group Capability Name Level

Display Resilience and Courage Adept

Act with Integrity Adept

Manage Self Adept

Value Diversity Intermediate

Communicate Effectively Advanced

Commit to Customer Service Adept

Work Collaboratively Adept

Influence and Negotiate Advanced

Deliver Results Adept

Plan and Prioritise Adept

Think and Solve Problems Advanced

Demonstrate Accountability Adept

Finance Adept

Technology Adept

Procurement and Contract Management Adept

Project Management Advanced

Manage and Develop People Advanced

Inspire Direction and Purpose Advanced

Optimise Business Outcomes Adept

Manage Reform and Change Advanced

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Focus capabilities The focus capabilities for the role are the capabilities in which occupants must demonstrate immediate competence. The behavioural indicators provide examples of the types of behaviours that would be expected at that level and should be reviewed in conjunction with the role’s key accountabilities.

NSW Public Sector Capability Framework

Group and Capability Level Behavioural Indicators

Personal Attributes

Manage Self

Adept Look for and take advantage of opportunities to learn new skills and develop strengths

Show commitment to achieving challenging goals Examine and reflect on own performance Seek and respond positively to constructive feedback and

guidance Demonstrate a high level of personal motivation

Relationships

Communicate Effectively

Advanced Present with credibility, engage varied audiences and test levels of understanding

Translate technical and complex information concisely for diverse audiences

Create opportunities for others to contribute to discussion and debate

Actively listen and encourage others to contribute inputs Adjust style and approach to optimise outcomes Write fluently and persuasively in a range of styles and formats

Relationships

Work Collaboratively

Adept Encourage a culture of recognising the value of collaboration Build co-operation and overcome barriers to information sharing

and communication across teams/units Share lessons learned across teams/units Identify opportunities to work collaboratively with other

teams/units to solve issues and develop better processes and approaches to work

Results

Plan and Prioritise

Adept Take into account future aims and goals of the team/unit and organisation when prioritising own and others' work

Initiate, prioritise, consult on and develop team/unit goals, strategies and plans

Anticipate and assess the impact of changes, such as government policy/economic conditions, on team/unit objectives and initiate appropriate responses

Ensure current work plans and activities support and are consistent with organisational change initiatives

Evaluate achievements and adjust future plans accordingly

Results

Think and Solve Problems

Advanced Undertake objective, critical analysis to draw accurate conclusions that recognise and manage contextual issues

Work through issues, weigh up alternatives and identify the most effective solutions

Take account of the wider business context when considering options to resolve issues

Explore a range of possibilities and creative alternatives to contribute to systems, process and business improvements

Implement systems and processes that underpin high quality

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NSW Public Sector Capability Framework

Group and Capability Level Behavioural Indicators

research and analysis

Business Enablers

Finance

Adept Understand core financial terminology, policies and processes, and display a knowledge of relevant recurrent and capital financial measures

Understand impacts of funding allocations on business planning and budgets, including value for money, choice between direct provision and purchase of services, and financial implications of decisions

Understand and apply financial audit, reporting and compliance obligations

Identify discrepancies or variances in financial and budget reports, and take corrective action where appropriate

Seek specialist advice and support where required Make decisions and prepare business cases paying due regard to

financial considerations

Business Enablers

Technology

Adept Demonstrate a sound understanding of technology relevant to the work unit, and identify and select the most appropriate technology for assigned tasks

Identify opportunities to use a broad range of communications technologies to deliver effective messages

Understand, act on and monitor compliance with information and communications security and use policies

Identify ways to leverage the value of technology to achieve team/unit outcomes, using the existing technology of the business

Support compliance with the records, information and knowledge management requirements of the organisation

People Management

Manage and Develop People

Advanced Refine roles and responsibilities over time to achieve better business outcomes

Recognise talent, develop team capability and undertake succession planning

Coach and mentor staff and encourage professional development and continuous learning

Provide timely, constructive and objective feedback to staff Address and resolve team and individual performance issues,

including serious unsatisfactory performance, in a timely and effective way

Implement performance development frameworks to align workforce capability with the organisation's current and future priorities and objectives

People Management

Inspire Direction and Purpose

Advanced Promote a sense of purpose and enable others to understand the links between government policy and organisational goals

Build a shared sense of direction, clarify priorities and goals and inspire others to achieve them

Work with others to translate strategic direction into operational goals and build a shared understanding of the link to core

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NSW Public Sector Capability Framework

Group and Capability Level Behavioural Indicators

business outcomes Create opportunities for recognising and celebrating high

performance at the individual and team level Work to remove barriers to achievement of goals

People Management

Manage Reform and Change

Advanced Clarify purpose and benefits of continuous improvement for staff and provide coaching and leadership in times of uncertainty

Assist others to address emerging challenges and risks and generate support for change initiatives

Translate change initiatives into practical strategies and explain these to staff and their role in implementing them

Implement structured change management processes to identify and develop responses to cultural barriers